Lean Enterprise Institute faculty member and author David Verble compares and contrasts different managerial styles of coaching in this video.
He notes that to be a truly helpful coach to the people you are mentoring you have to know how and when to use “humble inquiry.”
He also explains:
· Why the “humble inquiry” approach so important to coaching as a lean manager does not come easy to most managers
· The question to ask to begin the problem-solving process of plan-do-check-act (PDCA)
· How humble inquiry supports people moving through the PDCA process
· “Yes or no” versus “open” questions
· How to help people “slow down” so they don’t jump to solutions
· How do you know when to coach and when to give instruction
· What capability development really means in a lean company
David, a former Toyota manager, goes into much greater detail about these and other coaching issues in two workshops:
1. Coaching for Lean Problem Solving, introduces a four-part coaching model:
2. Building Effective Coaching Relations, builds on the model by showing you the key aspects of creating coaching relationships with people
If you’re ready to develop your essential coaching skills and then engage people in ongoing coaching relationships, take a moment now to check out the curriculum of each session.